How to Confront and Correct an Employee's Sub-Par Performance

During my tenure as a Supervisor at a facility for individuals with developmental disabilities, I frequently had to correct or "coach" a staff-person's performance. Whether the staff member was doing too much for and individual, was using a negative tone of voice, or had neglected to complete her duties, I was the person directly responsible for handling the situation in a way which would solve the performance problem, sustain morale, and maintain a healthy Supervisor-Employee relationship. Here are a few principles I used to ensure that my goals were met:

1. Correct privately. Calling an employee out for an inappropriate action in front of his peers is disrespectful and will also serve to undermine a good working relationship between the two of you. You must preserve the employee's self-respect if you desire him to listen to your reproof. Obviously, you must make an exception if you see a staff person doing something that is unsafe and presents a danger himself or others. In this case, quickly approach him and instruct him in a calm, quiet tone, so as not to broadcast his error to others.

2. Don't use false compliments. Some people believe that correction should be given only after complimenting an employee on some other aspect of his performance. While I agree that you should highlight the person's good qualities, you should never make up compliments in order to cushion the blow of criticism. This type of treatment is manipulative and deceptive. In my experience, most employees want to be told directly if and what they are doing wrong so that they can correct it.

3. Only state the facts. Statements such as, "I really feel that you..." or, "Your coworkers think that you..." are completely ineffective and pointless. Correction should only take place when you have hard evidence of an infraction. Only performance issues which have been personally heard, seen, or read should be addressed. If you have a "bad feeling" about an employee, be attentive to his or her performance so that you can gather the facts you need in order to confront and correct him.

4. Tell him what you want him to do. Instead of simply telling the employee what he did wrong, specifically tell him what you would like him to do instead. For instance, instead of saying, "Don't be late anymore." Say, "You must be on time or early every day." By giving a concrete step you want him to take in order to make him a better employee, the interchange will be more profitable and memorable for him. An employee should never leave your office thinking, "OK, I'm not supposed to bring my concerns directly to the owner, but what is the proper channel?" etc.

5. Don't forget to document. As every employer or supervisor knows, the laws make it extremely difficult to terminate an employee. Each and every time you speak to an employee about a performance problem, you must document it. Include the date, time and location at which the correction was given. Record what you said, as well as the employee's response. I also recommend giving a copy of the document to the employee. Impeccable documentation is essential for your own legal protection should you decide to terminate employment.

Correcting performance problems is one of the primary responsibilities of supervisors and employers. By being respectful and straightforward in your approach, you can improve employee standards while also maintaining a good working relationship.